So what's the framework that you have in mind around starting Atlas right now, so this year, and as we progress? of how we create that financial leverage so that this doesn't just become a pure services play.

The trap that a lot of legacy service providers fall into and have been around it is when you're chasing revenue, the ability to scale costs and not let costs keep the same pace as revenue is always the challenge when you're trying to add value back to the customers.

And when a customer is saying, hey, I'll give you more work, I want you to cover more, in this case, cover more customers or handle different regions, the very quick answer is yes, we'll figure it out because that's driving top line.

But then you never have time to really figure out when you scale, when you put the cost in place, how do you continue to scale it over time? And so that's usually what you've seen with some of the margin compression that's always tough for services businesses.

That's been around for years.

And yes, automation helps, RPA helps, all the process improvements help, but you start doing more smaller degrees of improvements.

And what I think is amazing about AI Native Services and what Jake has developed around this AIMS playbook, if you go to Emergence Capital and check that out, there's this concept that early on, there's this mirage PMF where you have a bunch of customers that are really interested and they all come at you.

Can we get there with Atlas?